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Over the last few decades, the business case for sustainability has become stronger. There has been a dramatic shift in how organizations integrate sustainability into their business, driven by technology and solutions being more accessible and economically attractive, increasing regulations and changing consumer and employee expectations, and a rise in sustainable investing practices.
75% of global executives believe that excellent sustainability execution provides a competitive advantage.
Historically, organizations have focused on individual, high-ROI efficiency projects, which are easy to implement, effective for external marketing and critical for optimizing operations. But organizations still are not holistically integrating sustainability into their business strategy.
To avoid a 1.5C increase in global temperature by 2050, organizations must act now and progress swiftly.
Motivated by financial, operational, regulatory and reputational drivers, more organizations than ever are committing to aggressive and ambitious sustainability goals. Organizations are becoming bold and are broadening their role and responsibility when it comes to sustainability.
ENGIE Impact’s analysis of 2019 CDP data revealed that in the last 15 years, the average time to achieve a sustainability goal has decreased significantly from 29 years to only 8 years, and organizations on average had a 3-fold increase in the amount of greenhouse gas emissions reduced per year.
Also gone are the days when an organization’s sustainability focus was solely contained within their own walls. Today, organizations must be leaders, experts and partners by engaging with their entire value chain: policy makers, employees, customers, suppliers, trade associations and research groups to make sustainability part of their business strategy. But this process is complex, and there are varying degrees of maturity when it comes to implementing a sustainability program. Some organizations are in the development stage, others have well-established programs while others are influencing the markets for advancement.
This Sustainable Resource Maturity Scale looks at an organization’s sustainability efforts from Tactical to Strategic to Transformative. By assessing the different barriers and identifying the opportunities they need to implement to mature their program, organizations will have the know-how to improve their performance and move to the next stage.
Our new report, “The Sustainable Resource Maturity Scale: From Tactical to Transformative,” provides an in-depth analysis of how organizations are performing at each stage of the maturity scale and how they can progress, and is informed by data from thousands of organizations from across the globe, learnings from our global customer base, and actionable insights from a team of ENGIE Impact experts from around the world.
The four chapters of this report: Renewable Energy, Waste, Energy Efficiency and Water, will each showcase the barriers companies face at each stage, how they can overcome those barriers, global market insights and company-specific examples.
Unlock the Renewable Energy, Waste, Energy Efficiency and Water chapters →
According to the 2019 CDP data, although 50% of organizations report that they purchase some type of renewable energy solutions to meet their carbon goals, only 5% source 100% renewable energy. In this chapter, we address what barriers organizations might face implementing renewable energy and which levers they can activate to move up the Sustainable Resource Maturity Scale.
According to the 2019 CDP data, only 14% of organizations have committed to a specific waste goal. As more organizations look to develop and expand their waste management program, they are realizing that waste is diverse, nuanced and the regulations vary by region. Within this chapter, we have addressed what barriers organizations might face and which levers they can activate to move up the Sustainable Resource Maturity Scale.
According to the 2019 CDP data, 48% of organizations have implemented five or more energy efficiency projects per year, which help them achieve their carbon reduction goals and see financial benefits through reduced energy consumption and rebates. Energy efficiency is a critical pillar in a sustainability program and organizations are looking into ways to overcome challenges, be innovative, and implement new technologies to optimize their buildings and processes. Within this chapter, we have addressed what barriers organizations might face and which levers they can activate to move up the Sustainable Resource Maturity Scale.
According to the 2019 CDP water data, near-term water risks have the potential to cost organizations $93 billion to their direct operations in the next three years. As more organizations identify water-related risks due to extreme weather events, the prioritization of water reduction initiatives will increase. Water management is key to reducing greenhouse gas emissions and increasing efficiency within an organization. Within this chapter, we have addressed what barriers organizations might face and which levers they can activate to move up the Sustainable Resource Maturity Scale.
With sustainability increasingly becoming a business imperative, it’s crucial for organizations to know where they stand. Every organization is unique, so this report will help organizations understand if they are in the tactical, strategic or transformative stage when it comes to sustainability. Whatever stage your organization is in, there are opportunities that can be unlocked to mature your sustainability program.
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